Jobs In Egypt / Free Online Courses / Role Of Manager - Motivation Chapter 8


If motivation has so much to do with individual needs, can you as a manager influence the motivation of the people around you? Do you have to feel responsible for their motivation? Yes. Despite the fact that you can't motivate them directly - it is not gasoline that you throw in the machine after which it starts to run - you have an influence as a manager. If your employees perform badly, you will be looked at. In your roles of Stimulator and Mentor you are expected to stimulate your people in their development. And that includes helping you solve motivation problems. How do you do that? In the same way that you tackle your own motivation problems. Six tips where you can use the needs chain as a memory aid:

1 Observe, question and reflect

Look at yourself. Are you motivated yourself? Do you enjoy your work? Do you find it important what you do? Do you fulfill a need? Which one then? Take a look at the pyramid of Maslow to see which levels are current for you. If it wrangles, where is it then? Look at your employees in the same way. If you see behavior that is a sign of a motivation problem , go for it. Ask open questions to find out if someone is having unsatisfied needs. Do not judge, but take the time to reflect on what you have heard. Come back to it if you've thought enough about it. Also look at your own behavior as a manager. Do you have wrong tactics in the past? used to motivate your employees?

2 Recognize the needs

Behavior is driven by a need. You can see the behavior of an employee, but he may not immediately understand what need he thinks he will satisfy. Specially from (for you!) Irritating behavior, you may not understand that. Ask what is behind it and then indicate that you respect the need. Find out with the employee whether you can adjust his tasks or consider transfer, so that his needs can be satisfied. If there really is no room for it, advise him to look for another job.

3 Help to come up with a motivating goal

If an employee has lost his way a bit, he often knows that he has lost sight of the goal. Or the goals he works on do not motivate him anymore. Talk to each other to see if you are motivating the target can make. Reasoning from the perspective of the other person and not from your own frame of reference. If you as a project leader oversee a whole project and the conclusion of that project as a whole is your goal, then you are motivated. After all, you have the end result clearly on your retina. The project administrator who only tracks costs and hours does not see that flag on the mountain. Unless you tell him what it looks like and what his contribution is on the way to the top. That way he can derive his goals from it. Also very important: give him influence in the formulation of the goal. That works.


Delegating is a difficult but important management skill. If you invest in delegation, you will get more air yourself in the longer term. In addition, you work at the same time on a better functioning and more motivated team and offer your employees the opportunity to develop.

4 Give feedback and contribute to realistic expectations

You see in the need chain how important it is that you have realistic expectations of your efforts. Suppose your employee thinks he can't do something, then he has no positive tension for the task, but fear . If you are sincerely convinced that he can do it, then you have to convince him of that . You do that with concrete feedback on his performance.

Do not say: 'Ah, dude, you can do that.' Look for examples from the past where your employee did really well. So say: 'With that project for that bridge you negotiated stoneware with that contractor. You were clear, calm and steadfast. What you are going to do now is very much like that. So I believe you can do it. " That way you build up his confidence. He gets positive expectations of his chance of success.

Do that too with yourself, if you are very disappointed. But also do the opposite: if you do not really trust the employee, then advise him to take on the task.

5 Let people do what they are good at and how they want it

Make sure you have a good understanding of what your people are good at. What are their core qualities now ? Look for goals and tasks in which they need it, then they feel fine. Do not expect the accurate , quiet, prudent accountant to spontaneously and unpreparedly make a convincing argument during a meeting. Give people the freedom to organize their work themselves. Also try to match the work environment as much as possible to the preferences of the employee. This way you enable him to recharge in his own way.

6 Most important tip: give attention

You know how it is to be ignored at work, when it seems that no one sees what you are doing. Even if you are such a happy Barry; you will not keep it up if you never hear that things are going well. How wonderful it is not when you are stuck and a colleague says to you: 'I think it is not so good, can I help you?' So sincere interest in your people and use what you hear from them to help them find their motivation.

Back to Top